Purpose - The purpose of the present analysis is to show that HR systems
are not always designed in ways that consider the well-being of
employees. In particular, performance metric methods seem to be designed
with organizational goals in mind while focusing less on what employees
need and desire.
Design/methodology/approach - A literature review and multiple
case-study method was utilized.
Findings - The analysis showed that performance metrics should be
revaluated by executives and HR professionals if they seek to develop
socially responsible organizational cultures which care about the
well-being of employees.
Originality/value - The paper exposes the fact that performance
appraisal techniques can be rooted in methodologies that ignore or
deemphasize the value of employee well-being. The analysis provides a
context in which all HR practices can be questioned in relation to
meeting the standards of a social justice agenda in the area of
corporate social responsibility.
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